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Performance Management System

For Salaried Employees

Toolkit December 2012

Is staff performance management a priority for your organization? A focus on building clear and consistent

processes for developing salaried employees will ensure you have the best talent on your team. The

performance management process is really a series of ongoing conversations throughout the year based on each

individual’s job description and annual goals. There should be no surprises when it comes to the end of the year

performance review.

In this toolkit you will find a processes overview, including document templates ready to be updated for your

situation. This is the system that Vantage Point currently uses to align the activities of each its salaried employee

to the annual strategic plan and to the delivery of our organization’s mission.

Table of Contents:

Process Overview 2

Template: Annual Goal Setting & Development Worksheet 5

Template: Personal Brand Equity Form 7

Template: Annual Performance Review – Colleague Comments 8

Template: Annual Performance Review Form 9

Template: Probationary Period Performance Review Form 11

Toolkit

Performance Management System For Salaried Employees

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PROCESS OVERVIEW

A. Ongoing Performance Management

Vantage Point values a culture of continuous learning and open and honest feedback. On an ongoing

basis, all employees are encouraged to provide positive and critical feedback at appropriate

opportunities.

Supervisors will schedule weekly check-ins with all employees to ensure regular opportunities to:

• Review and track current work activities

• Provide timely and concrete feedback

• Answer questions and concerns from employees as they arise

• Provide additional performance management support, as required

B. Formal Performance Review Process

Step 1: Preparing for the annual performance review

Timing: November of each year

To prepare for the upcoming performance review employees will undertake the following activities:

• Identify 2 peers from which information on strengths and areas of improvement will be solicited;

• Complete the Personal Brand Equity Evaluation;

• Review their current job description, outlining areas that are no longer relevant and noting new

areas for inclusion; and

• Reflect upon their contribution to the organization, goal achievement and summarize their

performance.

Simultaneously, the supervisor will embark on a similar preparation schedule, including:

• Follow-up with the identified peers and solicit information on strengths and areas of improvement;

• Review the employee’s current job description, noting its relevancy and outlining areas that need

to be updated; and

• Reflect upon the employee’s overall contribution to the organization, goal achievement and overall

performance during the past year.

The final step for both the employee and supervisor in preparing for the performance review is to

separately review and make notes on the Annual Performance Review Form.

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Performance Management System For Salaried Employees

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Step 2: Discussing annual performance

Timing: November / early December of each year

Once the supervisor and employee have each completed their preparation, a performance review

meeting will take place between them to discuss the employee’s performance. Allow a minimum of an

hour for this face-to-face meeting. It is to be an honest and candid two-way communication in which

both the supervisor and the employee discuss the employee’s performance and the elements of the

Annual Performance Review Form.

Goal achievement, developmental activities, strengths, areas of improvement and overall performance

will be discussed by both the supervisor and the employee. Concrete examples are key.

Allow time to move to Step 3, Goal-Setting for the next year if you can. If you need more time to think

and reflect, set up a separate meeting to discuss Step 3, Setting Annual Goals.

Step 3: Setting annual goals

Timing: To be completed in coordination with the individual work plans (approx January of each year)

The supervisor and employee will set a reasonable time to meet and discuss individual goals as they

relate to the role. The goal(s) are to be determined together by the employee and the supervisor

annually after completion and announcement of the organization’s strategic plan. The aim is to set

results-based goals. Goals will be SMART: Specific, Measurable, Achievable, Realistic and Timely as

articulated in the definitions.

The employee and supervisor set the year’s goals, define performance measures and required

resources, and establish target dates. Setting one or two realistic goals for the year, which can move

the organization ahead, is sufficient, especially in year one of implementing goal setting. It is better to

set up to three modest, achievable goals than be immobilized by a huge list of goals that can never be

achieved. These goals may inform the employee’s development plan.

Step 4: Reviewing goals / development plan (quarterly)

Timing: To be completed in April, June, & September each year (prior to management quarterly strategy

reviews)

The supervisor and employee will set a reasonable date each quarter (April, June, and September) to

have an informal face-to-face review. Together the employee and the supervisor will review the

employee’s:

• Goals: to discuss ongoing progress; to provide feedback and to re-assess the priority or relevance of

the goals. Sometimes goals will change due to circumstances and this will be noted. The Annual

Performance Review Form is a living document. Revision, as and if necessary, is essential.

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Performance Management System For Salaried Employees

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• Current Job Description: to assess whether all areas are still relevant and noting new areas for

inclusion; to provide feedback on employee’s ability to meet responsibilities outlined in position

description.

• Feedback from colleagues: as appropriate, the supervisor may solicit feedback from the employee’s

peers and other colleagues, in order to inform the quarterly performance reflection.

This cycle will be repeated annually, enabling the achievements, milestones and challenges of one year

to inform the development plan for the following year.

C. Additional Steps for New Employees

Step 5: Setting performance expectations (Upon hire)

Timing: Within 1 week of hire date

The supervisor will create a summary of the performance expectations for the first 3 months of

employment and discuss these with the new employee. Performance expectations normally include

expectations around key activities to be learned or undertaken, demonstration of the organization’s

values and mission and integration with the team or work group. The supervisor can also request that

the employee gain an understanding of the various programs and initiatives the organization operates.

A probationary performance review will be scheduled for the 3 month mark in advance to ensure it

occurs within an appropriate timeframe.

Step 6: Reviewing performance expectations (At 3 months)

Timing: Shortly before or at 3 month anniversary of new employee.

A probationary performance review meeting will take place between the supervisor and employee to

discuss the employee’s performance. Allow an hour for this face-to-face meeting. It will be an honest

and candid two-way communication in which both the supervisor and the employee’s discuss the

employee’s achievement of the defined performance expectations and the elements of the

Probationary Performance Review Form. This is to confirm the employee is a good fit with Vantage

Point.

If an employee is to remain with the organization, a goal setting meeting (Step 3) will take place, unless

the annual performance cycle is set to recommence in less than 2 months. The goals the supervisor and

employee set will take the period of time remaining in the performance year into consideration.

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Performance Management System For Salaried Employees

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TEMPLATE

Annual Goal Setting & Development Worksheet

Employee Name: ______________________________________

Job Title: _____________________________________________

Date Created: _________________________________________

Applicable Year: _______________________________________

Goal Setting

Goal #1:

Related to specific organizational directive:

Key Activities Measurement Resources Time Frame

Goal #2:

Related to specific organizational directive:

Key Activities Measurement Resources Time Frame

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Development Plan

Development Focus #1: In support of:

On-going role performance

Goal

I will know I have developed this skill when I (am able to) / (achieve the following business results):

Activity Activity Type Target Date Completed

Development Focus #2: In support of:

On-going role performance

Goal

I will know I have developed this skill when I (am able to) / (achieve the following business results):

Activity Activity Type Target Date Completed

Activity Type: SD=Self-directed, PB=Project-based, FT=Formal training, M/C=Mentors & colleagues.

By signing, both parties are acknowledging that they have jointly created and are committed to the goals and

development plan.

Employee Name Employee Signature Date

Supervisor Name Supervisor Signature Date

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TEMPLATE

Personal Brand Equity Form - Adapted from Tom Peters, Talent: Develop It, Sell It, Be It

Employee Name: _________________________ Job Title: __________________________________

Supervisor: ______________________________ Review Period: ______ to _______

I am known for…

By next year at this time I plan also to be known for…

My current project is provocative/challenging me in the following ways…

New learnings in the last 90 days include…

My public “visibility program” consists of…

My important new additions to my contact list in the last 90 days are…

Important relationships nurtured include…

My principal “resume enhancement activity” for the next 60-90 days is…

My resume is specifically different than last year’s at this time in the following ways…

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Performance Management System For Salaried Employees

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TEMPLATE

Annual Performance Review – Colleague Comments

Employee Name:

Reviewer Name:

Date:

Summary of Strengths

Potential Areas for Improvement

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Performance Management System For Salaried Employees

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TEMPLATE

Annual Performance Review Form

Employee Name: _________________________ Job Title: _________________________________

Supervisor: ______________________________ Review Period: ______ to _______

Goal and Development Plan Progress Tracking

Goal or Development Objective Quarterly Progress Rating

End of 1st

qtr

End of 2nd

qtr

End of 3rd

qtr End of Year

Goal #1

Goal #2

Development Focus #1

Development Focus #2

Rating:

1 – Activities to support goal achievement / development progress have not been undertaken.

2 – Activities to support goal achievement / development progress are underway.

3 – Goal / development objective has been achieved.

Review of Performance in Role

Key Strengths

Areas for Improvement

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Performance Management System For Salaried Employees

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Review of Performance in Role

Overall Performance

Does Not Meet Expectations Meets Expectations Exceeds Expectations

Values Demonstration

Does Not Meet Expectations Meets Expectations Exceeds Expectations

Comments

Employee

Supervisor

By signing, both parties are acknowledging that they have read and discussed the contents of the performance

review form.

______________________________

Employee Name Employee Signature Date

Supervisor Name Supervisor Signature Date

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Performance Management System For Salaried Employees

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TEMPLATE

Probationary Period Performance Review Form

Employee Name: _________________________ Job Title: _________________________________

Supervisor: ______________________________ Review Period: ______ to _______

Role summary: As outlined in [name] role description

Training and Orientation

This employee has satisfactorily completed our on-boarding process for new employees

This employee has reviewed, understands, and has access to the tools and information required to

perform his/her complete role description

Performance Elements

Job knowledge: Understands and performs the requirements of the role description

Does Not Meet Expectations Meets Expectations Exceeds Expectations

Technical ability: Demonstrates the technical knowledge required for the role

Does Not Meet Expectations Meets Expectations Exceeds Expectations

Quality of work: Completes all responsibilities to our standards of excellence

Does Not Meet Expectations Meets Expectations Exceeds Expectations

Quantity of work: Completes the expected amount of work with a minimum of follow up

Does Not Meet Expectations Meets Expectations Exceeds Expectations

Values: Demonstrates our organizational values, including [insert values]. Seeks opportunities to learn

about and demonstrate values alignment.

Does Not Meet Expectations Meets Expectations Exceeds Expectations

Attitude: Displays enthusiasm, self-motivation, cooperation and a sincere interest in the role, team and

our customers. Maintains high energy level.

Does Not Meet Expectations Meets Expectations Exceeds Expectations

Overall Assessment

Exceeds overall expectations

Meets overall expectations

Does not meet overall expectations

Toolkit

Performance Management System For Salaried Employees

About Vantage Point

Vantage Point offers leading-edge learning opportunities for not-for-profit executives and boards of directors. We work

with you to attract, meaningfully engage and integrate the abundance of talent available to you. By mindfully engaging

passionate citizens you can stretch budgets and human resources further to create an abundant not-for-profit.

facebook.com/vantagepnt

linkedin.com/company/vantagepnt

@vantagepnt Page 12 of 12

Supervisor’s Comments

Employee’s Comments (optional)

By signing, both parties are acknowledging that they have read and discussed the contents of the

performance review form.

Employee’s Signature: Date:

Supervisor’s Signature: Date: